MOTIVATING EMPLOYEES IN

GLOBAL CONTEXT

MANAGING GROUPS ACROSS

CULTURE

MULTI CULTURAL
MANAGEMENT
MOTIVATING EMPLOYEES
IN GLOBAL CONTEXT
Managing and motivating employees who represent different cultures can be
simultaneously exciting and challenging, provided supervisors and managers
understand how cultural differences inspire organizational excellence. At the same time,
employers encounter challenges by separating employees instead of using management
and motivation techniques that focus on common traits throughout the workforce.

1. Define culture using an expanded definition that includes more than race, color, sex,
national origin and religion. Look at other cultural differences, such as distinct
generations, language, communication and work preferences. Ask employees to identify
differences they believe apply to them individually. Take note of employee differences
and the ways employees express what makes them unique. Use their comments to
assign job tasks and responsibilities congruent with their personal and professional
interests.

2. Conduct an employee survey to learn more about employee preferences in terms of

work styles, the ways supervisors and managers provide feedback and working
schedules and conditions. Ask questions such as “do you favor face-to-face meetings or
would you prefer web-based meetings to enable flexibility?” and “what is your idea of
an ideal work schedule?” to understand employee work styles and preferences.
Employee opinion surveys are typically confidential and anonymous; however, you can
analyze employee responses to determine what motivates–and demotivates–most
employees.
3. Identify ways to utilize the talents of a multicultural workforce. Global markets may be more
accessible to your organization if you have multilingual or bilingual employees who are familiar
with markets you want to tap. Ask employees for suggestions on markets they feel comfortable
approaching due to their familiarity with various cultures. Motivate employees using special
assignments and promotions to more responsible positions that utilize their skills, qualifications
and diverse contributions to the workplace.

4. Facilitate cross-departmental focus groups and encourage candid and fluid exchange of ideas,
concepts and experiences among employees who otherwise would not interact with one
another. If you must, reconvene employee focus groups aligned by departments or work groups
to learn more about similar experiences and challenges among teams of employees and
employees who interact with each other on a regular basis.

5. Ask employees for input on how to create a singular workplace culture. It is nice to appreciate
differences among various cultures in the workplace; however, business leaders have an
obligation to foster a workplace culture wherein all employees belong to one group: an
organizational team. Work on ways to identify more similarities among employees. Sponsor
workplace outings for team-building games and activities. Rather than segmenting employees
into smaller groups that emphasize differences, unify the workforce using commonalities.
Managing and motivating employees based on common attributes means you broaden
management’s reach in enforcing policy and rewarding employees for attaining organizational
goals.
MANAGING GROUPS
ACROSS CULTURES
MULTI CULTURAL
MANAGEMENT
Multicultural Management
In global society, cultural and ethnic diversity is a phenomenon
used by social theorists since many decades. Theorists illustrates
different contact situations and/or explanations for the presence or
absence of conflict between different ethnic groups (Schermerhorn
1970). Multiculturalism is recognised by policy makers, social
commentators, academics and the general public in certain
countries.